Posts
Client's objective, build a global system to manage learning and skills across the enterprise. Client= Global solutions provider
Jeannette didn't know what she was in for when the company handed her the keys to the LMS. She started with 7000 folks, working as a part-time Super Admin. Over the next 12-18 months, she inherited another 15000 people across the globe, and BTW, they through Competency Assessments into her bucket TOO!
The company has build out a global team of power users, each managing a particular business unit or region of the globe, all of them have defined secutiry roles and permisssion within their group...how nice that the system allows all 12 of them to work together yet separately. Each is managing their own programs, curricula, and learning catalogs. All of the courses bubble up to create one global catalog that, according to the CEO, will allow the businesses to share knowledge and cross train. Isn't this what an LMS is suppose to do???
Then they built out SME's across the globe for peformance issues, leadership issues, L&D concerns, compliance rollouts, just like your typical governance model is suppose to be. They even have one person dedicated to 'change adoption' and another to 'continuous improvement'.
Oh, and Jeannette is the global Level One support person for 20,000 people. She told me that on an average day, she receives all of ....20 tickets in her InBox, and wait, 2/3's of them are forgotten passwords! She quickly dispenses with these. And she is waiting for 'someone' to revise her log in page to include the nefarious 'forgotten passsword' and secret question' links that were left out of their original design, but we won't go into his story! So when someone asks you if the system is intuitive and easy to manage without lots of training and support....here is the proof point.
Friday, September 17, 2010
Tuesday, April 13, 2010
Best Practices on How to Connect with C level Execs
Interesting article I came across, it was written as a collaborative effort by an Executive Council focused on CIO's, but really, the same principles apply to anyone sitting in the C-Suite.
The survey drew results from over 250 executives across the US. Here is the advice they had to help them minimize the clutter and provide more relevant interactions:
- research your call lists to determine that you are even calling the right person. Too often vm's and emails are directed at the wrong executives, wasting their time and more importantly, your efforts. Cross reference one source agst the other to verify.
- don't sctipt or broadcast your messages across the dial. Select topics of interest and provide relevant links in your emails to allow for further information gathering or education. Use your technology tracking tools to gauge the recipient's interest in what you have sent, then follow up where appropriate.
- your prospect is not sitting around waiting for a cold call...do research on the company, the person, their business, then call with a specific value proposition based upon something that connects you with them (check the blogs, analysts reports, CEO presentations).
-match the prospect's expected need with that company's size, vision, budget, timeframe, business cycle, mid-market or enterprise, etc. Don't even make an offer to the C-suite that seems unreasonable, unrealistic or improbable for them to consider purchasing today or ever.
- key talking points, if you do get through, are the total cost of ownership (TCO), the ability to execute, the ROI of the project/solution.
- be cognizant of getting trapped in spam filters, everyone uses them, everyone has different rules, and most people don't ever check the stuff that gets caught. So, even if you do everything right, relying on one modality may not get your message through even if the Exec wants it.
- learn to work with the EA's (executive assistants), yes, those gatekeepers. Many execs rely upon them to execute, manage their calendars, screen calls, listen for the buzz words, make connections. Sometimes they can be your best friend or your...
Remember, executives are buyers and fierce recommendors, who do need to acquire knowledge and be educated just like anyone else...or they delegate it and allow others to gather that information for them!
article can be downloaded at:
http://council.cio.com/content.html?trt=6
The survey drew results from over 250 executives across the US. Here is the advice they had to help them minimize the clutter and provide more relevant interactions:
- research your call lists to determine that you are even calling the right person. Too often vm's and emails are directed at the wrong executives, wasting their time and more importantly, your efforts. Cross reference one source agst the other to verify.
- don't sctipt or broadcast your messages across the dial. Select topics of interest and provide relevant links in your emails to allow for further information gathering or education. Use your technology tracking tools to gauge the recipient's interest in what you have sent, then follow up where appropriate.
- your prospect is not sitting around waiting for a cold call...do research on the company, the person, their business, then call with a specific value proposition based upon something that connects you with them (check the blogs, analysts reports, CEO presentations).
-match the prospect's expected need with that company's size, vision, budget, timeframe, business cycle, mid-market or enterprise, etc. Don't even make an offer to the C-suite that seems unreasonable, unrealistic or improbable for them to consider purchasing today or ever.
- key talking points, if you do get through, are the total cost of ownership (TCO), the ability to execute, the ROI of the project/solution.
- be cognizant of getting trapped in spam filters, everyone uses them, everyone has different rules, and most people don't ever check the stuff that gets caught. So, even if you do everything right, relying on one modality may not get your message through even if the Exec wants it.
- learn to work with the EA's (executive assistants), yes, those gatekeepers. Many execs rely upon them to execute, manage their calendars, screen calls, listen for the buzz words, make connections. Sometimes they can be your best friend or your...
Remember, executives are buyers and fierce recommendors, who do need to acquire knowledge and be educated just like anyone else...or they delegate it and allow others to gather that information for them!
article can be downloaded at:
http://council.cio.com/content.html?trt=6
Monday, April 12, 2010
Is your software tool a true SaaS or a 1/2 Saas?
Here is a great article that talks about software applications that claim to be a Software as a Service delivery model...when in fact, they are really an on-demand ASP hosted model. Kind of hard to tell from a layman's perspective, but from a technical level, it's black and white.
Do you have only one version?
Do you have all of your customer on the most current and only version of your product?
Do you provide quarterly upgrades that are delivered seamlessly to customers?
Do you have a unique database for each customer so that they can monitor their own security roles and permissions?
and on and on. If they say it's On-demand...then demand to understand if it is truly a SaaS solution!
read it here at:
http://www.shrm.org/Publications/hrmagazine/Pages/default.aspx
Do you have only one version?
Do you have all of your customer on the most current and only version of your product?
Do you provide quarterly upgrades that are delivered seamlessly to customers?
Do you have a unique database for each customer so that they can monitor their own security roles and permissions?
and on and on. If they say it's On-demand...then demand to understand if it is truly a SaaS solution!
read it here at:
http://www.shrm.org/Publications/hrmagazine/Pages/default.aspx
Monday, January 18, 2010
The Kirkpatrick Model: some facts on the past, present and future
It started in 1959 when Don Kirkpatrick wrote a series of four articles, each related to one subject at a time: he categorized them into reaction, learning, behavior, and results.
His first article was on reactions to learning (level 1). Then, he wrote about the learning itself and to what degree did the participates acquire the intended knowledge, skills and attitudes based on their participation in the learning event (level 2). Next, he wrote about behavior, to what degree did participants apply what they learned when they got back to their jobs. Finally, he wrote about results, to what degree were targeted results reached as a result of the learning event.
People in the industry talked about these four levels for decades. Did you know, it wasn't until 1993 that he institutionalized the four levels within a published book.
The model is not really changing today, but the way it is being used moving forward is a bit like reverse engineering. Formally, the typical learning model started with learning objectives, build on that and eventually the results were measured down the line months later. Changes were then made in the learning objectives based upon the results received. But, the feedback loop was quite long and took many iterations to improve, this is being called the chain of evidence.
Now, the chain of evidence is being reverse engineered. The final results or the goal achievement is modeled first. The model is socialized within the executive team and a concensus is reached. This becomes the development of the Level 4. Next, Level 3 is built, the behaviors to be exhibited based upon the results that are to be achieved. From there, the learning events are created that will teach those exhibited behaviors, Level two. Finally, the reactions are planned that the participants expect from the event, level one. I guess they are calling this the Reverse Kirkpatrick Model. The feedback loop is certainly shorter, although the development time is more complex.
One anecdotal tidbit I came across: every presentation that Don does in any venue is still done with the use of an overhead projector! Now he tells his audiences that "You are looking at a new piece of equipment, a special technology". Most believe him cause they never have seen anything like it.
His first article was on reactions to learning (level 1). Then, he wrote about the learning itself and to what degree did the participates acquire the intended knowledge, skills and attitudes based on their participation in the learning event (level 2). Next, he wrote about behavior, to what degree did participants apply what they learned when they got back to their jobs. Finally, he wrote about results, to what degree were targeted results reached as a result of the learning event.
People in the industry talked about these four levels for decades. Did you know, it wasn't until 1993 that he institutionalized the four levels within a published book.
The model is not really changing today, but the way it is being used moving forward is a bit like reverse engineering. Formally, the typical learning model started with learning objectives, build on that and eventually the results were measured down the line months later. Changes were then made in the learning objectives based upon the results received. But, the feedback loop was quite long and took many iterations to improve, this is being called the chain of evidence.
Now, the chain of evidence is being reverse engineered. The final results or the goal achievement is modeled first. The model is socialized within the executive team and a concensus is reached. This becomes the development of the Level 4. Next, Level 3 is built, the behaviors to be exhibited based upon the results that are to be achieved. From there, the learning events are created that will teach those exhibited behaviors, Level two. Finally, the reactions are planned that the participants expect from the event, level one. I guess they are calling this the Reverse Kirkpatrick Model. The feedback loop is certainly shorter, although the development time is more complex.
One anecdotal tidbit I came across: every presentation that Don does in any venue is still done with the use of an overhead projector! Now he tells his audiences that "You are looking at a new piece of equipment, a special technology". Most believe him cause they never have seen anything like it.
Saturday, October 10, 2009
Book Review: The Groundswell- everything is about social networking today
My inspiration for this blog rant comes from a book "Groundswell" by charlene li and josh bernoff from forrester research.
Are you doing these things?
- looking it up on a wiki (www.wikipedia.com)
- tag it with del.icio.us (http://delicious.com/)
- find a widget that will do it
- will you Digg this (www.digg.com)
- can you friend me
- let's mash these up on one page
This is the groundswell! And you say, so, what is it? Some of us are in the know, others are not, some are up and comers, some are out of touch. Some think of this as an opportunity, others think of it as an annoyance.
What it really is is a force that can be harnessed like a skill set. But to harness it effectively, you will need the proper level of knowledge and experience to understand it and how to use it to your advantage. The use of social technologies can be analogous to the Big Bang of the Internet. Scientists know that the Big Bang of the Universe (wiki it at the big bang) happened, but they couldn't identify it at first. With learned knowledge and experience, they figured out where it was coming from and how it was created.
Same thing here. These social technologies are being lumped together as the Big Bang of the Internet, They call it web 2.0. The groundswell is already underway, people are consumed with the various techniques to connect with each other, are creating communities that are effecting change, and are creating content and ideas that could never have been aggregated. These changes come in the form of interlocking relationships within newly created communities or networks. These networks do not exist in any physical sense (we all know what a networking event is or was), they do not rely upon meetings, conferences, or phone calls (think about how many people are BBM'ing each other all day long). These social communities are being formed on the Internet and then are extended into the physical space. Remember how you use to create a relationship or community of like-minded people, then it was really cool to extend that to the Internet and set up a Yahoo Group so that everyone can communicate? Very coordinated and orchestrated. Yeah, well that ain't happening anymore.
So, now you create a community of inspired folks using some social technology like a blog, a wiki or linked in to allow people to connect to each other, to create content, to build ideas, to profess knowledge, to eschew innuendo, and to self-express. It's very uncoordinated! This is the groundswell and people, companies, organizations are using this to build communities. Uh, didn't Obama announce his Vice Presidential candidate on his website? NO, he sent a text message, a BBM from his Blackberry for God's sake.
So, you better get a good widget on your website, you should add a Twitter dialogue to your blog (oh, you don't have a blog?) Tell me your not even using Facebook, My Space or Linked in? All I can say is that you better go and DIGG this.
Are you doing these things?
- looking it up on a wiki (www.wikipedia.com)
- tag it with del.icio.us (http://delicious.com/)
- find a widget that will do it
- will you Digg this (www.digg.com)
- can you friend me
- let's mash these up on one page
This is the groundswell! And you say, so, what is it? Some of us are in the know, others are not, some are up and comers, some are out of touch. Some think of this as an opportunity, others think of it as an annoyance.
What it really is is a force that can be harnessed like a skill set. But to harness it effectively, you will need the proper level of knowledge and experience to understand it and how to use it to your advantage. The use of social technologies can be analogous to the Big Bang of the Internet. Scientists know that the Big Bang of the Universe (wiki it at the big bang) happened, but they couldn't identify it at first. With learned knowledge and experience, they figured out where it was coming from and how it was created.
Same thing here. These social technologies are being lumped together as the Big Bang of the Internet, They call it web 2.0. The groundswell is already underway, people are consumed with the various techniques to connect with each other, are creating communities that are effecting change, and are creating content and ideas that could never have been aggregated. These changes come in the form of interlocking relationships within newly created communities or networks. These networks do not exist in any physical sense (we all know what a networking event is or was), they do not rely upon meetings, conferences, or phone calls (think about how many people are BBM'ing each other all day long). These social communities are being formed on the Internet and then are extended into the physical space. Remember how you use to create a relationship or community of like-minded people, then it was really cool to extend that to the Internet and set up a Yahoo Group so that everyone can communicate? Very coordinated and orchestrated. Yeah, well that ain't happening anymore.
So, now you create a community of inspired folks using some social technology like a blog, a wiki or linked in to allow people to connect to each other, to create content, to build ideas, to profess knowledge, to eschew innuendo, and to self-express. It's very uncoordinated! This is the groundswell and people, companies, organizations are using this to build communities. Uh, didn't Obama announce his Vice Presidential candidate on his website? NO, he sent a text message, a BBM from his Blackberry for God's sake.
So, you better get a good widget on your website, you should add a Twitter dialogue to your blog (oh, you don't have a blog?) Tell me your not even using Facebook, My Space or Linked in? All I can say is that you better go and DIGG this.
Wednesday, September 30, 2009
Why are companies moving away from older learning systems?
Why is this happening all of a sudden? Is this a case of follow the leader? Why migrate to another system when you have spent lots of money in getting the first one correctly positioned?
I'd like to inject my thoughts into this market phenom in a series of short articles on the best practices in selecting your 2nd or even 3rd Learning Management System.
People get tired of their systems, people just get tired of things they own, whether they be personal or business. When things get old, you want to freshen things up...like getting a new paint job or getting a new piece of furniture.
So, why not freshen up your technology system? Well, it's not that easy. Many companies purchased systems years ago when the way of the world said: "buy this, install this, customize this and you'll love this". There are many people dependent upon those systems, IT folks keeping it backed up, database people writing scripts.
I see companies with learning systems that are 5 and 6 years old and you know what, they never got freshened up. Same old look and feel, same old functionality. In fact, its the same old people who are using them...they can't get the newer employees to learn and develop because they are trying to satisfy their needs with older, tired-looking, and slower-working learning technologies.
So, these companies are on the hunt for newer technologies, fresher looks, faster systems and more importanly, something they can purchase and NOT have the same staleness fall into their laps in another 3 years.
Companies are digging deeper in new technologies and service models that utlize Software as a Service, such as salesforce.com, workday ERP, igoogle for business.
There is no hardware, software, middleware, databases, or business intelligence tools to buy, install, maintain, and upgrade. It is based upon a multi-tenancy model that means that each customer securely shares one physical instance of software without ever seeing each other’s data.
There are No Pain Upgrades, seamless for that matter...
With traditional on-premise applications, many customers often fall drastically behind the latest technology & feature releases. With SaaS, all software updates and upgrades are seamless delivered throughout the year to all customers at one time.
Use The Best Available Technology...
Make sure your product is built on a next-generation architecture (using .NET 2.0 and AJAX) that enables the deliver of services faster – deliver implementations & integrations through the use of Web services - so they can easily interact with other applications. In this way, the platform is always moving ahead, it's not getting about getting stale.
I'd like to inject my thoughts into this market phenom in a series of short articles on the best practices in selecting your 2nd or even 3rd Learning Management System.
People get tired of their systems, people just get tired of things they own, whether they be personal or business. When things get old, you want to freshen things up...like getting a new paint job or getting a new piece of furniture.
So, why not freshen up your technology system? Well, it's not that easy. Many companies purchased systems years ago when the way of the world said: "buy this, install this, customize this and you'll love this". There are many people dependent upon those systems, IT folks keeping it backed up, database people writing scripts.
I see companies with learning systems that are 5 and 6 years old and you know what, they never got freshened up. Same old look and feel, same old functionality. In fact, its the same old people who are using them...they can't get the newer employees to learn and develop because they are trying to satisfy their needs with older, tired-looking, and slower-working learning technologies.
So, these companies are on the hunt for newer technologies, fresher looks, faster systems and more importanly, something they can purchase and NOT have the same staleness fall into their laps in another 3 years.
Companies are digging deeper in new technologies and service models that utlize Software as a Service, such as salesforce.com, workday ERP, igoogle for business.
There is no hardware, software, middleware, databases, or business intelligence tools to buy, install, maintain, and upgrade. It is based upon a multi-tenancy model that means that each customer securely shares one physical instance of software without ever seeing each other’s data.
There are No Pain Upgrades, seamless for that matter...
With traditional on-premise applications, many customers often fall drastically behind the latest technology & feature releases. With SaaS, all software updates and upgrades are seamless delivered throughout the year to all customers at one time.
Use The Best Available Technology...
Make sure your product is built on a next-generation architecture (using .NET 2.0 and AJAX) that enables the deliver of services faster – deliver implementations & integrations through the use of Web services - so they can easily interact with other applications. In this way, the platform is always moving ahead, it's not getting about getting stale.
Monday, August 10, 2009
So, what is a good (no, great) product demo?
We'll take a look at some of the best practices for presenting a product and for viewing a product presentation...
The best way to start a demo is the way you will end the demo. Heh, I didn't make this up but the theory is that you most remember the last most important thing you saw and most presentations 'end' with the best thing you will see. So, why not show the best up front, cement that vision, and then work through the rest of the product?
Most presentations tend to stray away from the core functionality that the customer wants to see. So, give them what they need to see and only what they need to see, really, everything else is just a distraction for the viewers.
The power of the presenter is to illustrate the "Power of the Delta", if you can differentiate the way it is done today and the way it could be done tomorrow, then you created the proper vision that will resonate and 'stick' to the viewers.
Heh, if I am tying to impress the viewers, the best way is to develop illustrations for their use cases (how they will use the product in each specific instance). The first illustration is to show the baseline, the shortest way to do it. Then you show the improved version, using some options to make it better, more efficient. Lastly, you show the advanced version, basically on steroids (bad word these days for David Ortiz in Boston) with the bells and whistles...a visionary approach>
Now, let's talk about questions that arise from the audience. If you really need to know, sometimes, we love to hear those questions, other times the hair rises on our back! Why?
There are three types of questions:
- a great question
- a good question
- a stupid (sorry!) question
Can you figure out what a GREAT question is...easy, it's a question that leads you directly into your next presentation point. Perfect! Give them kudos and move forward.
OK, how about a good question? Something that you can effectively address but the answer really doesn't impact everyone just a select few in the audience. For the others, its boring. So, you take it over to the 'parking lot', write it on the white board and address every detail after the main preso. This way, whoever is interested in the answer can stay, the others can leave. Perfect, everyone gets what they want.
Finally, a 'stupid question'. I hate to do this, but it's question that a distractor asks where the only purpose is take the presenter away from where they are into an unknown space that has no relevance to the audience or the objectives of the meeting. Even if you want to or can answer it, you do NOT want to, it's a waste of every one's time and serves no purpose. SO, take it to the parking lot, just like above and deal with it later, see if that person is willing to stay late so they can get the answer in private, one on one, with the utmost attention. Guess what, they will leave because it is not even worth their time. Result: detractor is detracted, case solved!
Subscribe to:
Posts (Atom)
